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Tag: Leadership Skills

  • Ask Yourself These 5 Questions to Make Better Decisions

    Ask Yourself These 5 Questions to Make Better Decisions

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    Opinions expressed by Entrepreneur contributors are their own.

    According to the 2019 Nobel Prize winner in economics, Daniel Kahneman, all decisions are made with partial information due to the systemic cognitive biases people bring to the decision-making process. However, decisions don’t require perfection to be effective. For corporate leaders bearing the pressure to make tough calls, asking the right questions is a systematic approach to gathering information that avoids the pitfalls in pursuit of perfection.

    In a decade-long longitudinal study of over 2,700 leaders, Harvard Business Review (HBR) found that too many leaders were shrinking from making difficult decisions, and delays often did more damage than they sought to avoid. The bigger an organization gets, the less decisive it becomes.

    Even the most brilliant leaders can demand too much data before deciding. While it’s well-known that executives have to make crucial decisions with limited information, it’s less evident that those who require all the possible information slow their team’s ability to execute.

    The difference between the two groups shouldn’t be confused with comparing the merits of a fast decision and a more calculated one. There is a better formula to weigh the information that first helps discern which — a rapid or slow decision — is required: First, ask who, what, when, where, why and how.

    Related: These Decision-Making Tactics Can Help You Formalize Your Process and Make Better Choices

    Backing out of the rabbit hole

    Nine times out of 10, when people start working with me, they present roughly 20% of the relevant information needed to make a sound decision. I always request they go back and uncover the answers in at least 60% of the available data — that carves a clearer path to a quality decision.

    Typically, senior leaders don’t have the time to drill into the day-to-day details of presenting issues, so streamlining information helps avoid the analysis paralysis of multiple possibilities popularized by psychologist Barry Schwartz.

    Schwartz found that, with voluminous options, consumers find it challenging to choose because they are left wondering if one of the options not taken would have been better. Schwartz theorizes a presumed alternative leads people to question their decisions. If even good choices are subject to 20/20 hindsight, it becomes more important to put a pin in the cycle of seeking more data.

    Related: These Decision-Making Tactics Can Help You Formalize Your Process and Make Better Choices

    When to act fast and when to think slow

    In “Thinking, Fast and Slow,“ Kahneman divides our brains into two metaphorical systems: System 1 thinks fast and System 2 thinks slow. The first system operates automatically and intuitively. The second requires reasoning and focus. Intuition, he warns, is frequently wrong and needs to be backed by experience and analysis for it to lead to effective decision-making.

    Because people are inherently judgmental, I’ve witnessed leaders make decisions only to “back into the facts” to support why they made that decision. It’s a categorically wrong approach to critical thinking.

    The reasoned analysis of Stoicism offers another model. Sometimes mistaken for being coldly analytical, this ancient philosophy also engages curiosity. Many people want to solve a problem immediately rather than get curious about why it happened. But, they might be trying to solve the wrong problem or failing to consider the adjacent challenges that will come up after that problem.

    As leaders, we must look at organizational impact through a broad lens. If the blast radius of a poor decision is going to be big, slower decision-making is required. If the effect is likely minor, a faster decision is ideal.

    Related: How to Make Better Decisions

    Five Ws and an H: Asking the right questions

    When I have a decision to make, asking who, what, when, where, why and how offers the minimum information needed to make an informed decision while avoiding data overkill.

    • Who?
      • Identifies all the parties involved, impacted stakeholders and who will carry out any action. Asking this question reveals who needs support and who has further information or insight. This can also highlight the relevant managers for other delegations.
    • What?
      • This question offers a summation of the issues presented, not a long narrative. It describes the event or chain of events leading to the problem and shows what type of decision is necessary.
    • When?
      • This offers a timeline of events and a timeframe for a needed outcome, displaying whether a fast or slow decision is required.
    • Where?
      • Identifies the location of the issue or bottleneck within the organization and whether a decision crosses international borders or relates to just one set of laws. The “where” provides a snapshot of the blast radius of any decision.
    • Why?
      • This helps us understand the necessity of choice by briefly deconstructing the problem and the context of events. It also illustrates the chain of responsibility for the problem and the solution.
    • How?
      • Reveals what circumstances culminated in bringing the issue about and why it made its way to the executive level. This step may offer the cause and effect of the problem and the solution.

    These questions also help remove the anxiety of how a decision might impact individuals personally. In the HBR study, leaders often delayed decision-making for fear of upsetting others or losing status. Fear clouds judgment. Like an excellent Stoic, if we can stay within the intellectual sphere, we can make a logical decision.

    Related: 7 Tips for Making Quality Business Decisions

    A decision-making template

    I’ve encountered leaders who will ask for copious amounts of data before even risking a decision. It becomes an endless cycle. But determining the who, what, when, where, why and how is a very simple, practical and valuable tool that can save businesses time and resources. It avoids the cognitive laziness of fast thinking and the overwhelm brought to bear by an abundance of choices that characterize slow thinking. In the language of Stoicism, this framework helps leaders lean into the virtues of wisdom and temperance to make decisions that lead to more substantial, positive outcomes for both individuals and organizations.

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    Laura A. Cooper

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  • How To Lead With Validation and Become A Better Leader

    How To Lead With Validation and Become A Better Leader

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    Opinions expressed by Entrepreneur contributors are their own.

    On the final episode of her TV show, Oprah declared: “I’ve talked to nearly 30,000 people on this show, and all 30,000 had one thing in common. They all wanted validation.”

    All humans share this innate need and intense desire. When we look at Abraham Maslow’s hierarchy of needs, three out of five components are related to validation: safety, love and belonging and esteem.

    Related: 5 Rock-Solid Leadership Strategies That Drive Success

    But, what is validation really?

    Validation is allowing and acknowledging someone’s unique emotional experience, thoughts, values, dreams, beliefs, concerns and contributions.

    Allowing: This happens through practicing silence and providing space for full expression.

    Acknowledging: This means expressing that you recognize that what was shared is accurate, valid and important.

    Validation is the feedback that sends the clear message: “You are seen, safe and supported.”

    Related: Your Employees Are Probably Feeling Triggered at Work

    Why does validation matter?

    Validation helps build stronger relationships because it helps people feel valued. Validation is essential to create a deep connection with another human being and is a necessary skill for leaders.

    When we validate others, their needs of safety, love, belonging and esteem are met. These are the requirements for self-actualization. When someone feels invalidated, they cannot fulfill their potential — it may even stunt their growth.

    Validation is so much more than rewarding extraordinary work with money, perks or verbal praise. It requires genuine care and an appreciation of the whole person — not just their accomplishments and efforts.

    Even top performers stop growing when they don’t feel validated or feel invalidated. Invalidation is the unspoken barrier to vulnerability, authenticity and belonging.

    Related: The Pursuit of Happiness: Self-Actualization and Maslow’s Mistake

    Validation is the prerequisite for vulnerability

    In recent years, we’ve all heard about the power of vulnerability and the need for authenticity in every aspect of our lives. I believe everyone understands the value of being vulnerable. And most of us want to be vulnerable. For many of us, it’s a deep desire.

    However, many of us are constantly invalidated, making us cautious or even close to attempting to be vulnerable again. We guard ourselves against people who invalidate our experiences.

    For people to be vulnerable and authentic, they need a safe place. They need a safe person.

    Validation is the prerequisite for vulnerability. When someone validates our experience after we’ve shared something vulnerable, we are likely to be vulnerable again with them. However, we become hesitant or resistant to open up when we are invalidated.

    Related: The Benefits of Practicing Vulnerability in the Office

    What is invalidation?

    Many of us think of invalidation as saying something mean to another person when in reality, many of our invalidating responses actually come from a good place.

    Invalidation can happen by denying, dismissing, or diminishing someone’s experience.

    Denying is overt invalidation. When you tell someone that what they perceive as true didn’t happen or is not happening, it is evident that they will feel unseen, unsafe and unsupported. However, dismissing and diminishing is a more covert message often disguised as motivation. I call this “motivational shame.”

    Most leaders have been trained to motivate their teams. But motivation is not enough. Motivation can be detrimental when it invalidates someone, no matter how great your intentions might be. Invalidation happens when someone expresses concern, and you reply: “You’ll be fine” or “You’ve got this!”

    Invalidation looks like someone sharing an experience they consider painful and receiving the reply: “It’s not such a big deal” or “It could be worse.” Many people would go as far as to share those worst cases with them.

    Even sharing solutions like a mantra or positive affirmation can be an invalidating experience because when people share their feelings, they are not necessarily seeking solutions. They are just seeking confirmation that they are not wrong or fundamentally flawed for feeling them.

    Essentially, being invalidated is getting the message that we are not being rational in our feelings and that we shouldn’t feel that way. This leaves us feeling worse and leads us to shut down, affecting our state, health and performance.

    Validation helps create a safe culture where your psychological safety is a possible reality.

    Fostering an inclusive environment

    It’s a great step to encourage your employees to be transparent, but saying phrases like “be your true self” or “bring your whole self to work” is not enough. Authenticity still feels daring and must be validated for that person to remain authentic.

    Without validation, you cannot have a genuinely inclusive environment because inclusion is not a policy.

    We feel included when we can be authentic and don’t have to strive to fit in. When we are validated, we feel that we belong, just as we are.

    Related: 4 Ways to Cultivate Inclusion and Compassion In the Workplace

    How to validate those you lead

    Validating is a critical leadership skill, even in self-leadership. I’m sharing some examples of validation in the workplace to illustrate how simple it can be:

    Experience: “Wow, being a woman of color in this company sounds difficult.”

    Thoughts: “I really appreciate your willingness to share your ideas!”

    Values: “Wow… I can see why that’s important to you.”

    Dreams: “You sound so excited about this new goal, and with your work ethic, I’m sure you can do it!”

    Beliefs: “Can you tell me more about that?”

    Concerns: “I can understand why you feel that way. I’d be worried too!”

    Contribution: “You’ve put so much into this project. I’m so happy for you. What an amazing accomplishment!”

    Validating is an effective way to connect with those you lead because it communicates that you care about them. To make a difference in the people you lead, you must create an environment where they feel valued. I encourage you to think about how you might replace motivation with validation. As you do this, you can genuinely be the impactful leader you want to be.

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    Elayna Fernandez

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  • How to Create a Culture of Gentle Accountability in 3 Steps

    How to Create a Culture of Gentle Accountability in 3 Steps

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    Opinions expressed by Entrepreneur contributors are their own.

    I see it every week: the frustration over blown deadlines, the I’ll-get-this-to-you-by-tomorrow commitment that floats into next week, the helplessness with always waiting on the same person to follow through on what they said they would do. So many leaders I work with are discouraged with their culture of accountability, not only because they believe they can’t trust their reports, but also because they really want to. They feel like they’re on a tightrope, balancing between being a compassionate, inspiring leader and a deadline-minded hardass.

    Accountability is an important part of culture, but according to the Workplace Accountability Study from Partners in Leadership (now Culture Partners), as many as 93% of employees are “unable to align their work or take accountability for desired results.” How do effective leaders hold that tension between giving autonomy and holding a commitment to results? How do they motivate their team while keeping an eye on the dependencies in their work outputs? It begins, like it ends, with clear agreements.

    Related: Here’s How to Foster a Culture of Accountability at Your Business

    Agree on clear agreements

    A clear agreement is an agreement that has three crucial components: who is going to do what by when. It’s all very head-noddable, and I see how simple it sounds. It’s probably nothing new to you, actually. But like most simple, important things, it’s also really hard.

    Think about your current requests or tasks due. Does each one have a clear owner, or is ownership implied or diffused amongst several people? Is the outcome crystal clear and ideally in the form of a deliverable, such that completion is unambiguous? And is there clarity on when the total task or milestones are due? “This week” and “end of day” aren’t specific, and they mean different things to different people. Contrast that ambiguity with a clear, thoughtful request: “Jane, do you agree to send me a one-page summary of the product capabilities by 5:00 p.m. Eastern tomorrow?”

    The way to arrive at this clarity, though, isn’t as simple as just starting it from scratch. Sure, this clarity is valuable, but any agreement is, by definition, between two or more people. And this way of communicating is, in itself, an agreement. As a first step, take time with your direct reports to share that you’re going to form clear agreements with them. Explain what you mean by this, and ask if they agree to form clear agreements, too. This gives them a chance to opt in and gives you a social contract to fall back on later.

    Honor most of your agreements

    The Conscious Leadership Group suggests that good leaders keep about 90% of their agreements. Life happens, and nobody is perfect, but the aspiration is to keep agreements as often as possible. When you realize that you can’t keep an agreement made, move quickly to renegotiate the agreement. A renegotiation means more than simply letting people know you can’t keep your agreement. Just like an agreement requires two or more people, so too does a renegotiated agreement.

    The important role of the leader, here, is to role model making and keeping agreements. Setting a culture of gentle accountability begins with this commitment. As a starting point, hold yourself to the highest standard of clear agreements. Include a clear who, what and by when, and then make your follow-through visible. Hold to your agreements as a signal to your sincerity of them.

    Related: How to Increase Accountability Without Breathing Down People’s Necks

    Clean up any broken agreements

    Despite our best intentions and efforts, though, we will break some of our agreements. Again, this is an opportunity to role model and support the commitment to clear agreements. In fact, this is the most important opportunity to reinforce this. Agreements will inevitably be broken, and unless they are cleaned up quickly and deliberately, the commitment to clear agreements will start to dissolve.

    The very first step is to acknowledge that you were out of integrity with your agreement. Integrity, here, is acknowledging that you made a commitment to do something by a certain time and that you lapsed in that commitment. It’s a heavy word by design, but it doesn’t need to be a heavy conversation. If I’m late to a session with a client, I simply say “I want to acknowledge that I’m two minutes late to our meeting and I’m out of integrity with my agreement to start at the top of the hour.”

    The second step is to ask what can be done to repair trust. Being late to a meeting might only require a recommitment to being on time. Being chronically late or breaching a more sensitive agreement might require a more significant conversation and change. This is a critical step. Note that this is not an apology. This is a sincere acknowledgment of a broken agreement and a heartfelt bid to repair trust going forward.

    Related: Want Accountability Within Your Team? Start at the Top

    Building a culture of gentle accountability begins and ends with clear agreements. A foundational conversation on committing to clear agreements, a pre-agreement, is the starting point. The commitment then lives with your actions as a role model, and it grows with your attention on renegotiating and clearing up broken agreements.

    This is what it means to have gentle accountability. When leaders role model integrity and set expectations of clear agreements for everyone, including themselves, accountability moves away from a hardened practice of timelines and consequences. It simply becomes part of the cultural fabric and a shared way of communicating. It becomes supportive and meaningful. Good luck on your journey.

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    Jason R. Waller

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  • Is My Customer More Important Than My Employees?

    Is My Customer More Important Than My Employees?

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    Opinions expressed by Entrepreneur contributors are their own.

    Which came first? It’s a fierce dinner table debate. Dinosaurs laid eggs, so they came first. But did the chicken egg come first?

    One much simpler problem to discuss is whether the customer or the employee came first.

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    Joanna Swash

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  • 7 Steps To Be a Resilient Leader in Hard Times

    7 Steps To Be a Resilient Leader in Hard Times

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    Opinions expressed by Entrepreneur contributors are their own.

    We are in unsettled times right now. According to some forecasters, the U.S. economy faces a 100% chance of a recession over the coming 12 months, and 98% percent of CEOs anticipate a recession. Whether in the 2% that remain optimistic about a recession yet or not, you recognize that during turbulent times, every decision counts.

    All the uncertainty takes its toll. Each new hire, layoff and expense gets analyzed to ensure whether it leads to growth and, in some cases, even company survival. One of the biggest mistakes during recessionary times is making decisions too late. New entrepreneurs navigating this climate for the first time face difficulty making strategic predictions and knowing who to trust, seek advice and confide in. Even seasoned entrepreneurs, who have been through previous recessions, have learned that going it alone is not a good strategy.

    This is an epidemic among entrepreneurs. The Gallup Wellbeing Index highlights that 45% of entrepreneurs report feeling lonely compared to 42% of other workers, with 50% of CEOs reporting loneliness.

    Amongst entrepreneurs, a much higher percentage is feeling anxious or depressed daily. During these times, it is vital to cultivate communities of support to build resilience, ensure you do not make the necessary difficult decisions too late and weather the tough times ahead.

    Related: 7 Outdated Habits That Will Paralyze Your Business

    As the President and CEO of The Alternative Board, which represents 5000 privately-held small businesses in 22 countries worldwide, I speak with entrepreneur leaders daily about their concerns running seven and eight-figure companies to grasp the nuanced issues facing business leaders on main street.

    The antidote is action if you are struggling with extreme stress and anxiety. But not just any action. Take action with the wisdom and guidance of others who have been through recessions already. You need support to boost your resilience and make sound decisions that advance your company’s growth and overall well-being.

    How do you make difficult decisions confidently? It’s vital to surround yourself with other business owners, traveling down the same journey and learning from each other’s experience, to have the confidence to make hard decisions.

    Facing the upcoming economic turbulence, here is the 7-step process to make difficult decisions and guide your enterprise to smoother times.

    Related: How to Develop an Executive Presence and Earn Respect

    1. Get clarity on the core issue.

    The adage “it’s lonely at the top” doesn’t have to be the case. If you feel you cannot share your day-to-day struggles with anyone, take some time to create the space you need to get clear. What is the underlying issue? It may not be an underperforming staff member. Perhaps it is the company culture overall or an outdated offer. Get to the root cause issue underlying the situation. You are not alone, even if you feel lonely.

    2. Air the issue with your peers.

    Napoleon Hill’s bestselling book “Think And Grow Rich” introduced the concept of an alliance of business leaders that convene around a given topic as a “mastermind.” Create a group of support between five to 10 individuals; they can be in varying industries, ages or demographic — the more diverse, the better. Articulate your issue to the group for their assessment.

    3. Seek first to understand.

    Ask clarifying questions to understand in a round-table style session; at my company, our philosophy is “don’t move the fence until you know why the fence was put there in the first place.” Our members want to ensure they are helping each other solve root-cause issues rather than symptoms. Have everyone ask clarifying questions to understand in a round-table style session. When everything is understood, you are better able to receive valuable feedback.

    4. Share your experience.

    The best advice is experience-based advice. Business owner peer boards often represent 150 years of business experience or more. Peers share their collective experiences. Sometimes the best advice is, “I tried this before, and it didn’t work out well for me.” That kind of advice is invaluable to other business owners. Consider whether any experience could apply to you or spark a new path forward.

    Related: Being Vulnerable Is the Boldest Act of Business Leadership

    5. Evaluate your options.

    Many entrepreneurs spend too much time consuming information and not enough time in execution. After considering the feedback from your group, process what the takeaway points will be. What is most beneficial for your company in its growth trajectory? Decide on what from the session you would like to prioritize.

    6. Commit to action.

    We intentionally use the word “commitment” in board meetings. Members commit to each other that they will take a specific action. Commitment implies not only action but that each person is committing to their peers that they’ll take action. These commitments are a key part of moving key issues and opportunities forward.

    7. Stay accountable.

    The easiest person to let down is yourself; the hardest person to let down is someone else. Peer board members hold each other accountable for their commitments. They do this since they support each other, work together and try to help each group member address their challenges and take their business to the next level.

    Although what lies ahead is uncertain, one thing is clear: by curating a community of support, advisors and mentors — whether, via a Board of Directors, accountability groups or peer-led support — entrepreneurs will be well-equipped to draw upon wisdom across industries and demographics to bolster each other and make better decisions to navigate the times ahead.

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    Jason Zickerman

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  • Why Having Emotional Awareness Is Crucial for All Leaders

    Why Having Emotional Awareness Is Crucial for All Leaders

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    Opinions expressed by Entrepreneur contributors are their own.

    Nearly all entrepreneurs are looking for ways to optimize their workflow. However, it’s common for business leaders to focus on solving problems externally in their business, instead of looking within themselves. The purpose of your business should not only be to fulfill a desire for success. Moreover, it’s important that your workflow aligns with the deeper parts of who you are, what you stand for and what you wish to share with others.

    As the CEO of Jumpspeak.com, I make plenty of small to grand decisions that can impact the direction of the business. I can tell you that the bad decisions I regret making are always the ones I’ve made with high emotions.

    Business owners are on the road to burnout when they aren’t leading with service. By understanding how to be emotionally aware as a leader, you can manage your emotions and expand into a place of abundance. In this article, I will share some tips on how to enhance your leadership skills by healing your mindset, managing your emotions and leading with intention.

    Related: 5 Ways Emotional Intelligence Will Make You a Better Leader

    Manage your emotions

    As an entrepreneur, it’s difficult to create boundaries when the lines between business and personal feel so blurred. However, when you ignore your emotions, they don’t disappear. They get bottled up within you and may even create symptoms within your physical body.

    Sofia Sundari, who coaches high-performing entrepreneurs on emotional mastery, says that anger is connected to the liver, so ignoring it will only cause deeper concerns with your overall wellness. Her advice is to stop running from your emotions and let them flow. If you are present with how you feel, you are able to be present in your business. Being emotionally aware allows leaders to make decisions that are true to their core since it opens gateways to a smarter intuition.

    Reverse your scarcity mindset

    People who are givers thrive when it comes to managing an abundance mindset. It’s important to know that business is not a zero-sum game. One person’s success will not affect yours. Oftentimes, it grows the entire market demand, making everyone more successful.

    Everyone can benefit from learning to act from a place of abundance instead of scarcity, even if you have to fool yourself at times. Know that you have to walk the walk in your everyday life, which sometimes includes taxes, tipping, paying for cheaper tickets and more. When leaders emulate the leadership skills they strive to embody, they are able to step into their true authentic power.

    Think about actionable things in your business, team and personal life that you have a limiting belief about. Then try to apply the abundance framework in that exact situation. You may be pleasantly surprised to find out that there are other solutions to your problems.

    Related: 2 Keys to Improving Leaders’ Mental and Emotional Wellbeing

    It’s okay to mix business and personal

    Leaders who have an entrepreneurial spirit can struggle with maintaining both work and business relationships. The pressure leaders place on themselves ends up interfering with their ability to be intentional and emotionally aware in their work life. In Sundari’s opinion, the dynamics of intimate relationships mirror business relationships.

    She found that if her intimate relationships were going well, the business was stagnating, and vice versa. Instead of trying to keep everything separated, she made the decision to incorporate the two together, which proved successful.

    Slowly start unraveling these limiting beliefs about how you “should” operate as a leader, and lean into what makes the most sense for your personal and professional priorities. If you are aware of what you need from the start, you can fill up your own cup and ensure your business moves in the right direction.

    An emotionally blocked leader is not able to help themselves or their business, which is why it’s important to create a roadmap for how you want to show up in your professional life. Analyze the different areas of your personal and business life to ensure everything feels right for you.

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    Sean Kim

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  • How to Develop an Executive Presence and Earn Respect

    How to Develop an Executive Presence and Earn Respect

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    Opinions expressed by Entrepreneur contributors are their own.

    Executive presence is an elusive but powerful attribute. Those who have mastered it command attention the second they enter a room. It seems effortless from the outside, but executive presence is the result of careful cultivation.

    Typically, executive presence is found in high-ranking leaders, but it takes more than title or rank to gain this influential attribute. There are many presidents and CEOs in the world, but few can match the presence of leaders like Ralph Lauren or Tim Cook, who wield disproportionate influence in the business world thanks to their charismatic, composed air.

    What is executive presence, really? We all already exude a certain presence, even if we’re not aware of it. The way you dress, speak, write and interact socially all create a picture surrounding you that your peers pick up on. Those who have executive presence are intentional about their presence and tailor it carefully to communicate gravitas — that is, an air of confidence, expertise, grace under pressure and decisiveness.

    The question is: How do the greats do it? What follows is an exploration of how the most respected leaders have built their executive presence— with tips on how to build your own.

    Related: Skip to content user profile picture The 7 Qualities of People Who Are Highly Respected

    Step 1: Look internally

    The first step in understanding what executive presence might look like for you is to dig into your motivations. Whether you want a stronger executive presence for practical reasons, business reasons or personal reasons will influence your approach.

    Get clarity: The most influential people are masters at distilling and articulating a focused vision, value or passion. This communicates confidence and a sense of security to the people who follow you. The less you know about your mission, the harder it will be to inspire others. What’s more, authenticity and sincerity are key to building influence. If you’re not clear on your own motivations, people can sense that and they won’t be inclined to trust and respect you (but more on this later).

    Find your starting point: Once you understand your motivations and are clear on your mission, take honest stock of how much influence you have now. Don’t just evaluate how many followers you have on social media or how many people report to you. To truly evaluate your influence, pay attention to how often others look to you for support, insight or leadership. Are your ideas picked up by your peers? Are you listened to and cited for your expertise?

    Get guidance: With a better understanding of where you are, you can create a roadmap to where you want to go. To help inspire and guide you, choose a role model. Look for someone who started close to where you are now and built a level of executive presence you admire. This might be a mentor figure in your life or a celebrity or business leader whose life story you’re familiar with.

    Step 2: Build influence

    To cultivate a strong presence that has sway over others, understand what motivates the people you seek to impact. People inherently follow leaders who make them feel good — whether that’s feeling safe, heard or valued.

    Communicate clearly: It pays to have a well-rounded connection with the people you want to influence. Dedicate time to listening and learning to communicate in the language of your followers. Effective communication makes others feel heard, seen and understood — and it makes you appear more charismatic, confident and competent.

    Use silence strategically: While effective communication is important to executive presence, there’s a limit to how much you should share. It’s tempting to make yourself heard all the time (to be “loud and proud” or “large and in charge”), but strategic silence can be a better path toward an impressive presence. Reserve your voice for times when you have something meaningful to say. That way, when you do contribute your opinion, people are more likely to listen.

    Consistency is key: We covered gaining clarity on your motivations. Once you know your values and goals, make sure that you’re staying true to them in real time. When people know what to expect from you they feel secure and safe around you. That’s why everything you say, post, write, wear and how you carry yourself should align with your values and goals.

    Take baby steps: When it comes to building lasting influence, start with small steps. Executive presence is not built overnight. If your current level of influence is relatively low, don’t rush the process or expect to front the stage tomorrow. Going too big too soon comes off as inauthentic and will turn off the very people you want to impress.

    Related: How to Find Your Leadership Voice

    Step 3: Understand your limitations

    Though executive presence can be cultivated, and these tips can help you get there, it is true that this attribute comes more naturally to some leaders than others. Like many traits, it requires both nature and nurture. Some people are naturally charismatic leaders who can befriend anyone, while others are more quiet leaders who prefer their own company.

    Make it your own: Luckily, executive presence can take many forms, and you can make it your own. Morgan Freeman and Dwayne “The Rock” Johnson have very different energies and personalities, but both can command a room. The key element they share is that gravitas — the calm confidence they have in their own unique voice, knowledge and expertise, as well as how they show up authentically. You can’t communicate executive presence unless you get secure in your voice, too.

    Watch the non-verbals: Body language and image are the non-verbal aspects of executive presence, and they can account for much of how your message is received. People tend to trust what they see more than what they hear and the goal is always for congruity between verbal and non-verbal communication. Imagine if I told you I was excited to work with you, as I shook my head from side to side. You’d question my feelings and doubt my words.

    Stay true to your nature: What’s important is that you stick to what is natural to you. If you’re not naturally charismatic, don’t try to put on airs. People can sniff out inauthentic behavior a mile away and will instinctively dislike you for it. Remember that consistency is important in all things image, voice and presence. If you can’t keep up a façade 24/7, don’t attempt it at all.

    Consider your personality and what comes naturally to you. Then get comfortable, calm and confident in the traits you already have. The more secure you are in your voice, the more powerful your executive presence will be.

    Executive presence may be invisible and intangible, but it can enormously affect your career and your legacy. A 2017 study by the Center for Talent Innovation found that executive presence accounts for 26% of what it takes to advance within an organization.

    Ultimately, executive presence has the power to determine who is onstage and who is in the audience. Those who are intentional about cultivating their presence will get to the front of the stage, make their voice heard and potentially change the narrative.

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    Lida Citroën

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  • Free Webinar | November 16: How to Lead Through Times of Economic Uncertainty

    Free Webinar | November 16: How to Lead Through Times of Economic Uncertainty

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    Opinions expressed by Entrepreneur contributors are their own.

    Transparency and simplicity about the credit industry, especially in a world of financial uncertainty, is exactly what Kenneth Lin’s goal was when he launched Credit Karma in 2007. Best known for pioneering free credit scores, the platform offers everything related to a person’s financial goals, from identity monitoring, credit cards, and loans — all for free. Now an Intuit (NASDAQ: INTU) company, Credit Karma serves over 120 million people across the U.S., U.K., and Canada – including almost half of all U.S. millennials. In the next Leadership Lessons episode, Lin talks with series host Jason Nazar about how he’s led the company from a team of three to 1,500 employees. Other topics include:

    Register Now

    About The Speakers

    Prior to founding Credit Karma in 2007 as its CEO, Kenneth Lin founded Multilytics Marketing, a data-driven marketing agency that actively managed more than $40 million a year in online marketing dollars for clients such as Wells Fargo, Liberty Mutual and eBay. He has a B.A. in mathematics and economics from Boston University. He was selected to join the esteemed Aspen Institute’s Henry Crown Fellows in 2018.

    Jason Nazar is co-founder/CEO of Comparably, a leading workplace culture employee review site. He was previously co-founder/CEO of Docstoc (acquired by Intuit). Jason was named one of Los Angeles Business Journal’s Most Admired CEOs and appointed the inaugural Entrepreneur in Residence for the city of Los Angeles in 2016. The Los Angeles native received his BA from the University of California Santa Barbara and his JD and MBA from Pepperdine University.

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    Jason Nazar

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  • 7 Common Mistakes New Technology Leaders Must Avoid

    7 Common Mistakes New Technology Leaders Must Avoid

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    Opinions expressed by Entrepreneur contributors are their own.

    Technology leaders are responsible for sharing IT strategies and visions that support their companies’ goals. It is also crucial that they maintain a budget that makes it possible to implement such decisions and make them fully actionable. Technology is significantly changing and improving business operations, from task automation to advancements made to enhance time-consuming activities.

    Unfortunately, there are numerous mistakes that technology leaders make that might translate to high turnover rates and negatively impact revenue creation. Some include underestimating the political nature and impact of their role and trying to implement too many changes at a go. A better part of these mistakes is due to bad habits, stress, poor preparation and internal and external pressure. Here are some of the common mistakes that trip up new technology leaders:

    Related: 6 Mistakes That Rookie Leaders Make Which Can Cause Them To Fail

    1. Trying to implement too many changes too fast

    Innovation and change are one of the top responsibilities of technology leaders. These professionals are considered the lead change-makers of business strategies and technology initiatives. Consequently, this can put too much pressure on new technology leaders, leading to drastic changes. New technology leaders are tempted to implement too many changes, often leading to potential challenges. Generally, business organizations can only absorb a specific amount of change at a time. Therefore, new technology leaders must set realistic expectations for ultimate success.

    2. Using inaccurate and unreliable data sets

    New tech leaders should learn to detect and avoid faulty data sets as early as possible. This is because flawed data sets generate inaccurate results in the final algorithm’s output. New tech leaders should go above and beyond to ensure proper parameters are defined and reliable data is presented. After all, starting their technology initiatives with inaccurate data can translate to misalignments of goals, objectives and targets, causing a wide range of decision-making and implementation challenges.

    3. Poor communication

    How technology leaders communicate with their teams can make or break a project implementation process. Leaders can choose to share face-to-face or electronically. If you are a new tech leader, you should remember that just because the information is clear from your perspective does not mean it is the same for the entire team. Besides precise details, you should provide specific communication guidelines that your team will accept. Take time to lay down your proven schemes, but remember they should be all about mutual understanding, and you cannot impose them on the rest of the team. Fortunately, the technology industry boasts state-of-the-art and practical tools, including project management tools and instant messengers, to enhance organizational communication.

    4. Implementing technology without a clear goal

    So, how will the new technology help enhance your organization‘s daily operations and productivity? Most new technology leaders start piloting and implementing new technologies without a clear goal or vision. Note that you will be stuck in the theoretical stage without a clear view of the expected results. New technology and strategies must be modeled to enhance the company’s productivity, revenue generation and solving real business problems.

    Related: Become a Better Leader by Improving Your Communication Skills

    5. Being afraid to let people go

    In their first 100 days, information technology leaders might find it hard to clean the house and try hard to keep everyone on the payroll. They feel that no employer deserves to be fired, but in some cases, there is a great need to let some people go. Understandably, the leaders want to make an excellent first impression and maintain the status quo with the team. Therefore, they do not want firing people to be one of their first moves. New technology leaders should take the time to evaluate the existing team, identify any toxic personality that pulls down the organization’s productivity, and let them go. That is among their top responsibilities as leaders. If you ignore it for too long, the problem might get worse.

    6. Relying on technology as the ultimate problem-solver

    Contrary to popular belief, technology cannot solve all organizational problems. Technology should be implemented as an effective way to serve you, not the other way. Therefore, tech leaders must stay on the lookout to ensure everything is flowing and working as it should. Start slow, and do not ignore anything, as people have different levels of understanding and retaining information.

    7. Failing to access the business culture early on

    If you are a technology leader, you have probably come across the “culture eats strategy for breakfast” quote from Peter Drucker, a renowned management guru. However, that is not always the case. One of the most common mistakes of new technology leaders is the failure to analyze and understand their organization’s culture and fabric. While most new leaders are all into their 100-day plan, the fact is that the pace of business technology composite and method will vary with different organizations. They should therefore take the time to assess their teams, peers and overall business structure and culture before embarking on an excessively aggressive approach. After all, organizations win when they have the best and most well-connected teams.

    With that in mind, by understanding your business culture early on, new technology executives will know when and how to adjust and implement changes to help them remain effective moving forward. While there are several leadership styles, your business culture will determine what works best.

    Related: 4 Things the New Leader of an Organization Should Do Right Away

    From trying to fly solo and leaping without looking, there are numerous mistakes that new tech leaders should avoid. They should understand that authentic and effective leadership goes beyond giving orders and expecting things to go their way. Technology leadership is about setting clear, attainable goals, being open to challenges and new ideas, investing in training, providing enough tools and resources and encouraging teamwork.

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    Steve Taplin

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  • 4 Leadership Lessons I Learned From a Marine Corps General

    4 Leadership Lessons I Learned From a Marine Corps General

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    Leadership is one of those skills that most people believe they have, but very few actually do, and that’s unfortunate because effective leadership is critical to being a successful entrepreneur.

    If you want to grow your company beyond a one-person operation, you need the ability to effectively lead a team. The larger your team grows, the more effective your leadership skills need to be because you’re further from the front lines.

    I’ve been fortunate enough to have experienced a wide range of leadership styles throughout my career. Some served as powerful examples to model, while others served as examples to avoid. But I learned something important from every single one of them. And without question, one of the most effective leaders I’ve had the opportunity to meet is Marine Corps General Anthony Henderson. I first met him while I was serving in the Marine Corps when he took command of Lima Company, 3rd Battalion, 2nd Marines.

    Related: Why Veterans Make Great Entrepreneurs

    So what does military leadership have to do with leadership in the civilian world? Everything. Leadership is the same, whether you’re leading troops into battle or employees in the workforce.

    Despite what you see in the movies, our troops don’t just jump into action because someone yelled at them to do a particular thing. In fact, due to the insanely dangerous nature of military service, more effective leadership is required compared to the civilian world.

    Think about it like this — how much would I have to scream at you to get you to rush across an open field being pummeled by artillery and machine gun fire? If you’re anything like most people, your answer is probably something along the lines of, “There is no amount of screaming that will get me to do that!” Nothing I could say would get you to run across that field.

    That’s because true leadership isn’t about forcing people to do something. It’s about inspiring them to make your mission their mission. An effective leader is a boss, but also a mentor, protector and cheerleader. Their job is to give orders, but first, they have to educate, train and nurture their team.

    And that’s exactly what Marine Corps General Anthony Henderson did — his leadership is why every Marine I’ve ever met who served with him would still follow him into battle armed with nothing more than a pair of silkies and an MRE spoon.

    I’m going to break down five lessons I learned from one of the best leaders I’ve ever met: Marine Corps General Anthony Henderson. If you apply the lessons learned from the stories I share here, I can promise that you’ll become a better leader and build a more effective, productive and cohesive team that will help propel you to your goals.

    1. Blame belongs to you — praise belongs to your team

    My last commanding officer, who I won’t name, was one of the worst examples of leadership I’ve ever encountered. He demonstrated a complete lack of leadership. He would rarely show up for our training operations, and when he did, he wouldn’t do anything, which is not common behavior in our world. Fortunately, the other leaders in our unit stepped up to ensure everyone performed as expected, which was kind of important considering that we are talking about literal life-and-death scenarios.

    I distinctly remember a particular battalion formation following a training operation, which was the culmination of several months of training in preparation for an upcoming deployment. Our unit had performed exceptionally well, and our battalion commander congratulated him for our performance. I was blown away by his response: “Thank you, sir! I put in a lot of work to make sure my Marines knew exactly what to do and how to do it. I personally supervised and trained them every step of the way.”

    Literally, none of that was true. He played no role in our performance. Henderson, on the other hand, was with us for nearly every training operation, alongside us enduring the physical and mental challenges that come with that. And while he was one of the best leaders I’ve ever met, he also often took a direct, hands-on approach with the junior Marines as well.

    When faced with a similar compliment from our battalion commander, Henderson responded very differently. “Thank you, sir! My Marines worked night and day to achieve this. They deserve all the credit.” There was a stark contrast between these two responses. For Henderson, it was never about himself — it was always about us and the mission.

    A true leader understands that leadership is not about themselves and it’s not about barking orders. It’s about accomplishing the mission while taking care of those under your leadership.

    Related: 5 Ways to Be a Leader Your Employees Will Respect

    2. You have to trust your team to do their jobs

    When Marine Corps General Anthony Henderson took over the command unit, he called me over in his calm but booming voice: “Lance Corporal Knauff, bring the MCI program documents and come see me in my office.”

    This is basically an educational program where Marines take self-study courses on their own time, and then take an exam on the topic in a controlled and supervised environment. Many of these courses are required for promotion.

    I immediately began gathering the documents and already knew exactly where this was going because the program was managed like a complete dumpster fire from the top at Headquarters Marine Corps in Washington D.C.

    This was hurting the careers of tens of thousands of Marines because the exams, once mailed back to Headquarters Marine Corps, would mysteriously disappear. While not a perfect solution, I began photocopying the exams before sending them off so that if they disappeared, I could resend them. There was another issue: The courses that Marines had already received a completion certificate for would suddenly and mysteriously disappear from the database. I anticipated this and began photocopying the certificates as well. As a result, I was able to compensate for the mismanagement at Headquarters Marine Corps and keep my Marines’ careers on track.

    As I entered his office with a massive stack of documents in hand, he said, “We’re going to make some changes to how we handle the MCI program here. We’re going to do XYZ from now on. Do you have any questions?”

    Before I even realized I had begun speaking, I heard myself respond with, “No, Sir. We’re not going to do that, and here’s why. Here’s how I do it, here’s why I do it this way, and here’s the outcome we have as a result.”

    He stared at me without saying a word long enough for me to reconsider the sanity of my response because this simply isn’t how you respond to your commanding officer — especially as a young Lance Corporal, and even more so within the first thirty seconds of meeting him.

    After what seemed like an eternity had passed, he simply nodded and said, “It sounds like you have this under control, Lance Corporal Knauff. Handle it your way.” That was the end of that conversation.

    An effective leader knows when their team is capable of handling a task and trusts them to do so without feeling the need to micromanage. Your team may do things differently than you would, and they will make mistakes. But that’s how they learn and improve. As a leader, you have to become comfortable with the uncertainty that comes from this.

    3. Never let emotions dictate your actions

    Henderson shared a story about how he almost gave up the opportunity to become a Marine over misplaced emotions. More importantly, he shared how, after following the advice of his grandfather, he ended up overcoming those emotions, earning the title Marine, and in my opinion, becoming one of the most effective leaders I’ve met.

    The short version is that after going through the selection process and being given the opportunity to attend Officer Candidate School, which is the officers’ version of boot camp, he learned that he was being given that opportunity both because of his performance and because the Marine Corps needed to fill a quota for minority officers. That angered Henderson because he wanted to be accepted solely on his merits and nothing else.

    While discussing the situation with his grandfather, he shared that he didn’t want to be given the role simply because he was Black. He said it didn’t feel right and that he felt that he would be viewed as “less than” because of the circumstances.

    With the calm wisdom that can only come from older generations, his grandfather told him, “Tony, the Marine Corps isn’t going to give you anything. They’re giving you a chance to earn the title. Nothing more. You still have to do all the work. And if you succeed, you’ll then have the opportunity to then inspire other young men and women to follow in your path.”

    This lesson was especially important because it highlights how easily we can be led astray by our emotions, but it also highlights the importance of having the right mentors in our lives to help us navigate through our blind spots. As someone who has made the mistake of trying to do far too much myself, the latter profoundly impacted my life.

    Our emotions can be a powerful tool or a dangerous boobytrap, depending on how we choose to react to them. An effective leader will still have the same emotions as anyone else — they just react more intentionally to them than others do.

    Related: 4 Emotional Struggles You Must Confront as an Entrepreneur

    4. Integrity is everything

    When we would complete training for the evening during a field op, and the rest of the company was climbing into their sleeping bags, he and I would return to the company office in the humvee.

    We would then proceed to complete whatever administrative work we had there before returning to the field with the rest of the company several hours later.

    And while we were well within easy driving range of the commissary and multiple fast food restaurants, not to mention the vending machines located in the battalion headquarters, he would always eat an MRE, U.S. military operational ration.

    Most people wouldn’t do this, and on more than one occasion, I’ve seen Marines at all levels of leadership grab a more enjoyable meal or snack because let’s be honest — MREs suck. And they were even worse back then.

    One night, I was going to make a quick run to my room at the barrack to grab a snack because I kept my room stocked like a grocery store, and I asked him if he wanted something. His response was simple, “No. I’ve got this MRE.”

    I asked if he was sure and rattled off a few things I had that I could bring back. His response this time was equally simple. “My Marines are eating MREs, so I’ll eat MREs.” Needless to say, I didn’t end up bringing any snacks back for him or for myself.

    It’s worth noting that while leadership does come with some privileges, it also requires sacrifice. In the Marine Corps, leaders eat last. In fact, when it comes time to eat, we start by serving the most junior Marines, working our way up to the most senior Marines. That’s because while leaders are in charge of their troops, they are also responsible for them and their wellbeing.

    This is a unique nuance to the relationship that most people never really understand. A true leader will always put the men and women under their command ahead of themselves.

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    Jeremy Knauff

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  • Stand Out With Confidence and Achieve Your True Potential With This Mindset

    Stand Out With Confidence and Achieve Your True Potential With This Mindset

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    Opinions expressed by Entrepreneur contributors are their own.

    Let’s face it. It’s not always easy to stand out, go against the grain or make a bold statement. It can feel easier to go with the flow than to swim against the current. When you step out, you can be seen and can feel uncomfortable. People might label you, point fingers and even judge you. You might even fear failing, and rightfully so because having anyone see you fail is terrifying. The horror of being in the spotlight keeps many people from ever stepping out and being true to their beliefs, opinions, and themselves. Fear keeps transformative thoughts and ideas buried, often resurfacing later in life when people ask themselves, “what if?”

    What if I had stood up for what I wanted? What if I had taken that risk? What if I had raised my hand and spoken my truth…. would my life have been different? Could I have made a difference? Would I have been happier?

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    Jen Sugermeyer

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  • How Leaders Can Develop Their Diplomacy Skills to Drive Business Success

    How Leaders Can Develop Their Diplomacy Skills to Drive Business Success

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    Opinions expressed by Entrepreneur contributors are their own.

    Diplomacy isn’t just important in politics – it’s also a fundamental set of skills in the workplace.

    Good diplomacy skills enable leaders to handle sensitive issues, navigate tricky conflicts and look at the facts objectively, without biased interpretation.

    A diplomatic leader will therefore create a healthy culture where people can work well together, even in stressful environments.

    So, what is diplomacy?

    Diplomacy is best described as the art of tactfully engaging with people to achieve a desired outcome or goal. Armed with this skill set, leaders can approach challenges and conflicts with empathy, a sense of fairness and solid analytical skills.

    Leaders with strong diplomacy skills are conscious of the power of their words and behavior and so intentionally communicate with empathy and transparency. They then listen carefully and consider multiple sides of a situation before making a decision, which encourages transparency, creativity and collaboration between team members.

    Related: Lessons From a Diplomat on How to Build Business Relationships

    What are the most critical diplomacy skills?

    Diplomatic skills encompass a range of abilities that can have an extremely positive impact on leadership success. A considerable advantage of these skills is that they help to improve workplace culture, thereby increasing employee engagement and productivity.

    Effective communication, empathy and creative problem-solving are just three of the important skills a leader could focus on if they want to be more diplomatic.

    1. Effective communication is an essential skill in diplomacy

    Often at work, we communicate with other people in our own natural communication style without consideration of the communication style of our colleagues. This is often the key to lots of misunderstandings. For employees to work together better, it is helpful to actively listen carefully to what is said, appreciate where the other person is coming from and ask clarifying questions. In a Harvard Business Review study, 69% of leaders reported that they aren’t comfortable communicating with their employees, demonstrating the necessity of ongoing training and coaching.

    Related: What’s Your Listening Style? Knowing It Will Make You a Better Leader.

    2. Understanding the perspectives of others through empathy

    Having empathy for another person’s situation can play a significant part in navigating complex situations. A diplomatic leader considers multiple points of view, understands how emotions factor into the equation and can use these understandings to help diffuse tense situations. A study of nearly 1,000 employees by Catalyst found that leaders who demonstrate empathy benefit workplaces through increased innovation, employee engagement and retention of employees.

    Related: The Networking Mistake Most Entrepreneurs Make

    3. Taking a creative, problem-solving approach

    Finding fair outcomes to complex problems isn’t always easy, but this is precisely what a diplomatic leader does — focuses on discovering outcomes that work for all. To do this, they’ll focus on gathering information from multiple sources and getting their team involved. Hence, team members benefit from providing their perspectives and contributions to solving the issue and have some buy-in to the result.

    How do you improve these skills?

    1. Focus on listening to understand

    When we listen to understand, instead of listening to respond, we stay more present to what is being said in the moment. Listen to the speaker without interrupting with your own point of view. As you listen, focus on both verbal and nonverbal communication. What is really being said? The goal of your listening is to understand the meaning and intention of the speaker correctly, as this will give you a good foundation for your diplomacy skills.

    Another idea to improve listening skills is to meet with staff individually so you can listen with fewer distractions and better understand what drives them. Be curious about who they are and ask open-ended exploratory questions. For example: How are they finding work? How is their workload? What are they hoping to do more or less of? With this knowledge, you’ll be better able to support them and manage expectations.

    Related: Are People Actually Listening to and Understanding What You Say? Here Are 5 Signs to Watch.

    2. Be supportive of creative solutions

    When you’re in a challenging meeting at work, think about how you can be open to innovative ideas and solutions from staff. Focus more on the various options for resolving the issues at hand. Allow for ideas that might be outside of the box. By doing this, you’ll build the knowledge that there are multiple ways to look at a situation. Your team’s insights might expand your viewpoint to something you’d never considered and having diverse input makes for a stronger team.

    3. Practice effective communication

    A large part of diplomacy is clear and effective communication. Build an environment of trust where your team feels they can converse with leaders without fearing retribution. Implement an “open door policy,” as this will spread the message that people can come to you with new ideas or to share their concerns. Be as transparent as possible with your team with information about how things are going. Share the highs and the lows of the week/month/quarter. Give shout-outs to celebrate accomplishments. If something is going wrong that you can share with them, let your team know. If there is a big project coming up that might impact your availability. Be sure they’re aware. An email to your team can go a long way.

    Related: Startup Survival 101: It’s All About Relationships That Work

    Ultimately, being a leader is about empowering your staff to do their best work and encouraging people to work well together to increase engagement and productivity. And this really is what diplomacy is all about. It can be a fine line, sometimes, between balancing the needs of a business with the needs of the team. However, having staff who are happy, engaged and productive will always lead to continued success.

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    Dr. Samantha Madhosingh

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  • How to Lead With Resilience, Empathy and Vision in Tough Times

    How to Lead With Resilience, Empathy and Vision in Tough Times

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    Opinions expressed by Entrepreneur contributors are their own.

    People are struggling right now. With inflation rates hitting a 40-year high, nearly half of Americans are finding it hard to make ends meet. Many are still adjusting after Covid-19 up-ended life as we knew it, and the world seems to become more embroiled in social and geopolitical unrest every day.

    We live in uncertain times with an even more uncertain future, and employees and leaders alike may feel their legs wobble underneath the weight of it all.

    Times of change and uncertainty fundamentally blur our vision of the future, and it can be hard to see even a few feet in front of us. In such times, it is on leaders to rise above the challenges of our current context, cut through the cacophony of the outside world and inspire their teams to work toward the mission at hand.

    Related: The 3 Cs of Executive Leadership in Uncertain Times

    Avoid leadership traps

    Leadership on a good day, during a good year, is challenging enough. The context we are living in right now makes it even harder for leaders to realize their vision and empower their people. An employee might unexpectedly leave due to challenges in their home life, and you’ll be left scrambling to find a replacement. A key customer might stop using your service due to budgetary cuts, or you might have a quarter of poor earnings and see your stock tank.

    When faced with instability, it is easy for leaders to lead from a place of fear rather than faith. Psychoanalyst Dr. Karen Horney described three coping strategies many turn to in times of stress and pressure: moving toward others, moving away from others and moving against others.

    The leader who moves toward people may become extra compliant and seek constant validation and assurance from others. If the leader moves away from people, they will become passive, avoiding conflict and hiding from social interaction. The leader who moves against people resorts to hostility. They become controlling and easily triggered by anger, creating an unsafe workplace.

    These coping mechanisms could cause people to lose faith in their leader, disengage from the workplace or seek new employment altogether. Leaders must be vigilant in taking care of their own mental, physical and spiritual health to avoid these pitfalls and turning a challenging time into a catastrophic one.

    Related: This Ancient Philosophy Is the Key to Leading Through Turbulent Times

    Work with the new normal, not against it

    Once leaders ensure they are fit to do so, it is time to turn to the needs of their employees. What we see as leaders is only a fraction of the day-to-day picture. Much of the work done in an organization is not tangible, and with hybrid work, 80% of your team may be dispersed, working virtually in five different time zones. Within this context, how do we create a workplace that meets employee needs and enables them to stay focused, engaged and aligned?

    It starts by assessing what our employees genuinely want and feel is missing from our organization. Some might seek more interpersonal connections, while others may need more robust child-care support. Half of your staff may crave a return to in-person work, while others may thrive in the quiet of their home. Many are likely struggling to stay emotionally grounded and trying to find more meaning in their day-to-day.

    To address employees’ many conflicting needs, leaders need to work within the new workplace context rather than against it. Create an office community where employees feel safe, cared for and supported, whether that means providing meeting-free Fridays or creating spaces for in-person meet-ups. Do not try to return everything to the “normal” of before — embrace what’s next and build a culture that enables employees to thrive even amidst such times of change and pain.

    Related: 4 Things to Consider When Managing a Business During Down Times

    You don’t have to reinvent the wheel

    That said, though we need to account for the “new normal,” this does not mean we must entirely re-invent core leadership tactics. Many qualities of great leaders that have long been touted are still relevant and can be applied to the new contexts we are working within.

    If you, like me, need a refresher after the whirlwind of the last few years, here are the five core leadership skills that can help you cut through the noise and optimize your leadership impact:

    1. Communicate your vision and persuade employees to commit to it themselves.
    2. Inspire action — encourage your followers to do what may have previously seemed impossible.
    3. Think strategically, adapting with agility and confidence as environments change.
    4. Practice emotional intelligence and work to understand your emotions and those of the people around you.
    5. Master people management — we have no business without our people.

    It can be easy to lose sight of the tactics that have long served us well when our world has been upended as thoroughly as it has over the last few years. But the fundamentals of leadership are fundamental for a reason. By returning to basics and re-committing ourselves to their application, we can shore up our reserves and guide our employees with strength and grace through the hardship ahead.

    Related: 10 Positive Leadership Books to Motivate and Inspire You During Difficult Times

    Driving through the rain

    At its core, leadership is the act of realizing a clear and compelling vision through others. But what happens when that vision is muddied by external factors — when we’re distracted by the baby crying in the back seat or are forced to take a long and winding detour due to ongoing construction?

    There is no telling when the unrest of the last few years will settle, and with a possible recession looming, it seems we are still years away from breaking out of the woods and into the sunny pasture. Leaders must learn to be resilient through times of change and pain and, in turn, inspire resilience in those that work for them. Do not be afraid to steer your team through the rain — if you look out for potholes, listen to the needs of your passengers and remember all the tips from that permit test you took all those years ago, you will have a smoother journey ahead.

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    Jonathan Kirschner

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  • Today’s Multigenerational Workforce Needs This Kind of Leader

    Today’s Multigenerational Workforce Needs This Kind of Leader

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    Opinions expressed by Entrepreneur contributors are their own.

    The workplace continues to evolve into a more collaborative, ethical and trustworthy place for employees. Leaders must become equally diligent in earning respect from colleagues. Many workplace leaders feel that they intrinsically are owed respect from employees simply because of their position of authority. However, this thought process has led to serious problems within the workplace.

    The new generation of workers expects a culture where they are respected, nurtured and given an opportunity to grow. When this expectation is not met, turnover numbers skyrocket, and the company experiences a severe drop in productivity.

    Natural leaders want to be liked by their employees. Some leaders who take that approach face confusion and pushback about their process. Yet, these leaders enjoy a much higher retention rate than leaders who don’t share the same care and consideration for their employees. Leaders can easily earn their respect by caring for employees and their families. Consider a few ways you can earn the respect of your employees.

    Related: How to Lead a Multi-Generational Workforce in the New Normal

    Lead by example

    The best executives lead their employees by example. This includes how hard you work, the effort you put into your job how you contribute to the team overall. While you may need to step up and lead your team in a more direct way when the project calls for it, most of the time, you should lead from within the team, working alongside them.

    Additionally, giving the respect that your workers deserve is an excellent way to lead by example. Fairly treating your workers shows how much you value them. Listening to any issues or challenges they face and addressing them are also great ways to showcase your respect for them. When you treat your team well, they will, in turn, respect you.

    Make consistency a priority

    Respected leaders understand the importance of consistency. Don’t change your leadership style from day to day. Set up reasonable expectations for your employees. They should know how you handle issues and what to expect once one pops up. Build trust through consistency.

    Own up to your mistakes

    When you make a mistake, admit to it. The best leaders own their humanness and aren’t afraid to admit it to their employees. When you own up to your mistakes and do what you can to fix them, your employees will respect you for it.

    Related: 3 Ways Owning Your Mistakes Will Make You Powerful

    Seek opinions from employees & stick to your decisions

    The best leaders must find the balance between being pushovers whom their employees don’t respect and being respectful of their employees’ opinions. Your openness to your employee’s opinions shows that you’re willing to put the best ideas first, regardless of who came up with them. Be firm yet flexible, and your employees will respect you more.

    Honor your team

    Find out how your employees like to be recognized and then reward them. A reward is a powerful way to display your respect for your team, and finding out how they prefer to be rewarded deepens their respect for you.

    Listen to feedback

    Employees are naturally suspicious about offering feedback on your leadership style, which is why it’s up to you to seek and listen to feedback. Employee feedback should be scheduled, ask direct questions, and address concerns thoughtfully. This process builds respect between you and your team.

    Avoid micromanagement

    It’s important to delegate tasks and trust your employees to complete them. The key to gaining respect from your employees is to trust them. Of course, be sure to build confidence by letting your team know you’re available if they need support but avoid standing over their shoulder the entire time.

    Related: Micromanagement Is Murder: So Stop Killing Your Employees

    Build relationships

    Don’t just tell your employees that you’re there for them. Show them. When an issue arises, you should shoulder the blame for the problem instead of placing the blame on your employees. Simultaneously, if you receive praise for a project, share that with your team. A reciprocal back and forth helps you build relationships with your employees. You can strengthen this relationship by asking them about their interests, hobbies, and life outside of work. Expressing personal interests helps build trust to show they are valuable to you.

    Invest in benefits for your team

    Employers are uniquely positioned to make a difference in the lives of their employees by providing high-quality benefits. Do your research, look for the most in-demand benefits available for your team, and then invest in them.

    Encourage your employees

    Launching a new career or starting a new job can be stressful. Providing constructive feedback and encouragement to your team helps them gain confidence and ensures they know how to complete their job duties. Additionally, being transparent about what employees can expect at your company improves their experience with your company.

    Avoid creating teacher’s pets

    Playing favorites at the office is a dangerous game. Instead, show your employees the same level of support, including how you give out assignments and perks. Once employees see that you don’t play favorites and that your office is a level playing field, they’ll develop even more trust in you.

    Related: 6 Ways Entrepreneurs Can Be Better Teachers

    Minimize stress

    Reduce the stress your team members feel in a couple of ways. First, find ways to create a more peaceful work environment by extending deadlines or providing extra support for them when possible. Second, you can invest in mental health counseling to ensure your employees have the resources to reduce stress.

    Build leadership skills for a new generation

    You don’t have to agree with every opinion in this article, but you should consider how your leadership role fits within the expectations held by the new generation of workers. Simply working on your listening and communication skills will have a powerful effect on your team. Put your employees at the center of your business, and watch it thrive.

    Even minor adjustments will make your business a more attractive place to work, reducing turnover ratios in the process. Keep your business moving in the right direction by becoming the leader your employees deserve.

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    Larry Jones

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  • If You Want Your Startup to Succeed, Don’t Overlook Workplace Safety

    If You Want Your Startup to Succeed, Don’t Overlook Workplace Safety

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    Opinions expressed by Entrepreneur contributors are their own.

    Entrepreneurs are overwhelmed by challenges. They have to build a product with a great product-market fit, raise capital, assemble a harmonious and high-functioning team, secure supply chains at reasonable prices and build a process to run their business effectively, all while trying to make a profit. One aspect of running a business that is often neglected is workplace safety.

    It’s a matter of duty

    Workplace safety is vital from a human point of view. As the founder of a business, it is your responsibility to ensure that your workers and anyone who enters your facilities are safe. Before commercial considerations, there are considerations of duty. If you look at the most admired business leaders in the world, they all have a sense of duty toward their shareholders and their workers. Workers look up to such leaders and want to work under business leaders who reflect those values or service and duty toward the business.

    Related: New York Lawmakers Seek to Limit Warehouse Productivity Quotas, Targeting Amazon

    It’s a regulatory requirement

    It is important to comply with Occupational Safety and Health Administration (OSHA) guidelines because failure to do so can lead to heavy penalties. This is why every business is encouraged to have some kind of OSHA safety training to ensure regulatory compliance. OSHA standards apply to all businesses regardless of size or sector.

    The nature of the guidelines might vary, but your business at a minimum needs to provide adequate safety training and visible signage placed strategically across the premises, among other things. If your failures to adhere to OSHA guidelines are extreme enough, your business could ultimately lose its license.

    Related: Why it Pays to Invest in Health and Safety Systems

    Workplace safety enhances productivity

    Startups are even more reliant on their workers than big companies because startups do not have the resources to scale. Each worker is tasked with doing much more than they would under normal conditions. Workers in startups are more likely to be multifunctional than those in established firms.

    Given the pressure that each worker is under, they should feel confident within their workspace if they are to work quickly and productively. If they are plagued with doubts about their well-being, they will focus more on securing their safety than on enhancing their productivity.

    Research shows a strong link between work conditions such as workplace safety and productivity, with researchers saying that “physical, organizational and psychosocial conditions at work contribute directly to worker safety, health and wellbeing, and influence enterprise outcomes such as turnover, absence, productivity and healthcare costs”. Another study noted that “employees’ safety and health are of primary importance, as both are key elements in achieving an organization’s desired productivity and efficiency.”

    It helps create a happy workforce

    Workers respond well to working environments where it’s clear that management cares about their welfare. When it is clear that management does not care for their welfare, you run the risk of breeding dissatisfaction among your workers and losing some of them to your competitors. By working hard to improve workplace safety, you create the conditions for your workers to give their best to the organization.

    It’s important to provide safety training for your workers and establish the right protocols to protect your workers from environmental stressors, psychological harm and other risks.

    Having these efforts in place will create a productive and positive culture around your business. Poor workplace safety is a signal to workers that management is indifferent to their welfare and poorly organized. Bad management will ultimately lead to legal liability and bad decision-making in other aspects of the business.

    A company burdened with legal liabilities will have to shell out heavily on liability insurance as well as worker’s compensation, and this ultimately reduces its value. The value of a business is the sum of its future cash flows, and a business that workers see as destined to make lots of payments to deal with its legal liabilities is not a business that will thrive.

    You will notice that companies with issues of workplace safety also suffer from issues of absenteeism and productivity. This is a massive downside that results from being tight-fisted about workplace safety.

    Now, when a company puts a premium on workplace safety, that tells workers that management not only cares for them but is unlikely to make decisions that will result in legal liability or threaten the existence of the firm. That is the kind of positive signal that motivates current workers and makes it easier to hire new ones.

    Related: 5 HR Strategies To Promote Employee Health And Safety

    It limits your liability

    If one of your workers is harmed in some way while on your premises, or doing company business, that creates an immediate liability if that is due to workplace safety issues. Even if, for instance, a worker did something wrong out of ignorance, that raises an issue of the adequacy of safety training within the organization.

    With cash flow such a serious issue for startups, it makes no sense to create conditions that threaten cash flows.

    Poor workplace safety standards can lead to huge legal bills and settlements that might even threaten the existence of your business. Rather than allowing an existential threat to persist within your business, it is smarter to eliminate that risk and work to improve workplace safety.

    Related: 6 Refresher Courses Every Employee Should Take Each Year

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    Mark Pierce

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  • 4 Steps That Anyone Can Take To Become a Leader

    4 Steps That Anyone Can Take To Become a Leader

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    Opinions expressed by Entrepreneur contributors are their own.

    Even if you weren’t raised with a garden in your backyard, you’ve likely placed a seed in some dirt for science class at some point. If you took good care of that seed, then after a few days, you watched it push its way free from the soil and become a thriving plant.

    Leadership isn’t all that different. Much like a seed, your leader instinct sits inside you, waiting for some nurturing and care. You just have to make the choice of whether to deliver the attention it needs. If your heart is telling you to pick up the watering can and bask in the sun, how can you take the first step?

    1. Accept the fact you’re a leader

    You’re not alone if you wake up thinking you’re not a leader. According to one study, 50% of female managers and 31% of male managers say they’ve felt self-doubt at some point in their careers. But if you wake up and ask yourself how you can learn to lead instead, you’re letting in the first rays of sunshine your leadership seed needs to grow.

    All of us have the ability to ask questions of ourselves and others. Once you embrace this ability, the skill of inquiry can bring you right into the leadership position you’ve craved. In fact, it’s a big part of why I hold my position at my company now. As a member of the board, I kept asking company leaders important questions that jumpstarted great ideas, so they asked me to step up as the CEO.

    The inquiry continues to be at the core of leadership, even at the top. As you move up, you’ll inevitably fall into uncharted waters with no playbooks and get handed heavier responsibilities. This is why I constantly ask for information and opinions from other people. I know I don’t have all the experience or answers myself, but I trust that we can pool our resources and knowledge together to find out.

    Related: 6 Leadership Lessons I’ve Learned From Playing Hockey

    2. Dismantle leadership myths

    Leadership myths are like mold — they can coat your seed and damage its ability to grow. Some of the worst myths include the concepts that leaders are born rather than made and that great titles equal great leaders. We often associate leadership with titles or specific traits, but some executives only have fancy titles because they’ve spent decades in their industry. They’ve “earned” the CEO role through time and commitment, but when it comes down to it, they’re ineffective leaders.

    You can see these myths fall apart when you look at famous leaders throughout history. Mother Teresa didn’t have a complex agenda. Instead, she focused on helping one person at a time. Martin Luther King Jr. didn’t focus on how many people he could get in front of his podium — he just spoke truthfully about a vision he believed in.

    So let go of the mistaken belief that leadership is having an office and elaborate organizational charts. It’s not about any of those things. Leadership is about a state of mind. If you have the right attitude, you can get to the forefront of anything you want to lead.

    Related: How to Be an Adaptable Leader and Use Change to Your Advantage

    3. Ask how you can keep watering your seed

    As you go through the day, you might pick up a piece of trash that 60 other people have passed. You might return the wallet someone lost on a busy street when others may have chosen to pocket it.

    These examples show us that leadership is about the little things. They also show that you can be whatever kind of leader you want to be. My daughter, who has always wanted to be a lawyer, got a successful competitive mock trial group going at her school. In the same way, if someone likes chess and there’s no chess club at their school, their first small action could be to go to the activities director and ask to form a group. There are no age or certification requirements for taking initiative.

    More than just the initial step, leadership takes continued effort. If you don’t spread the word that there’s a new chess club and figure out a place to meet, guess what? Not many people will show up. Once you’ve answered the question of what kind of leader you want to be, you should continue asking yourself what you can do to take that leadership to the next level.

    4. Surround yourself with good leadership influences

    Most people are heavily influenced by those around them. That’s one of the reasons I’ve seen parents send their kids to a specific school, sports team, tutor or coach. They want to make sure their children’s peers share the belief that academics matter and want to help their kids. It’s the same reason I get anxious about who my own kids choose to spend time around. I know those relationships will play a major role in shaping who my children become.

    Influence can come from others in the office, too. It shapes not just your health but also your overall wellbeing. It’s imperative that you pay attention to the people you spend time with. Build yourself a support system of positive people who share your values and have a track record of drawing people to them. Not only will they teach you the technical elements you need to move forward, but also how to be a motivated, healthy and happy human being.

    Related: 5 Ways to Be a Leader Your Employees Will Respect

    The harvest never stops

    We all know someone who got really good at playing guitar, cooking or even juggling bowling pins. None of those people were champions at those skills on day one, but they wanted to get better. They chose to put in the work and hone their craft.

    We can work to hone our leadership skills, too. We simply have to go through the effort of nurturing the capability inside of us. This includes letting go of limiting mindsets and finding the right people to be solid examples for us. This isn’t a one-time commitment. Just like seeds need more than one watering, you have to continue taking daily action for your leadership to blossom. When those actions add up to success, you not only will get asked to take on more roles, but you can also inspire others to take action on what matters most to them. It’s a lifelong journey with no destination. The fact that there is no endpoint, however, is what makes leadership such a beautiful process. There will always be a way to make a change, and that harvest is well worth the water and sunshine you’ll use up along the way.

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    Brendan P. Keegan

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  • 9 Ways for Introverted Leaders to Dominate Their Industries

    9 Ways for Introverted Leaders to Dominate Their Industries

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    Opinions expressed by Entrepreneur contributors are their own.

    Think about a past or present leader who is dominating the industry you’re in. If you didn’t think about yourself, you have some work to do. The great news is that you don’t have to be an extrovert to lead from the front. In fact, many of the most successful and influential leaders are introverts at heart. But does that stop them from making moves and making money? Absolutely not.

    Leading from the front is about so much more than being the loudest person in the room. It’s about having the courage to stand up for what you believe in, even when it’s unpopular. It’s about inspiring others to be their best selves. And it’s about making a positive impact on the world around you. Start by thinking like this:

    Related: 6 Truths on Why Introverts Make Great Leaders

    What do you have to offer?

    Of course, you have 10 to 20 years of hard-earned experience and a higher-level education that could impress anyone. You have a successful career, a robust network and a long list of accomplishments. But what else do you have to offer?

    You have the power to change people’s lives for the better. You can make an impact on your community, your company and your industry. You have a voice that needs to be heard. Don’t underestimate yourself or the difference you can make in the world. You have more to offer than you realize. So, what now?

    Start with self-reflection

    You have to be open to intense self-reflection. The definition of self-reflection is “meditation or serious thought about one’s character, actions and motives.” This isn’t the same as beating yourself up for your past mistakes or rehashing old arguments. It’s about taking an honest look at who you are and what you want to achieve. To do this, ask yourself some tough questions:

    • What motivates me?

    • Why do I want to be a leader?

    • What am I passionate about?

    • What difference do I want to make?

    • What do I stand for?

    Be prepared to sit with these questions for a while. It’s not easy to dig deep and find the answers, but it’s worth it. This is key to understanding your growth areas, triggers and the things that make you feel uncomfortable. The more you know about yourself, the easier it will be to lead from the front.

    Only when you know yourself can you begin to grow and change. If you’re not willing to do the hard work of self-reflection, you’ll never be able to lead from the front. The accomplishments, accolades and plain ‘ole life experiences you’ve been through up to this point all add to your personal story. Every piece of knowledge and expertise you carry is going to set someone else free.

    You also have to get comfortable with being uncomfortable. As an introvert, you’re probably used to flying under the radar. You like your peace and quiet, and you’re happy to stay in the background while still getting the job done. That’s why you’ve been able to move up the corporate ladder — by putting in hard work and keeping your head down.

    Your days of working from the shadows are over. Leading from the front means stepping out of your comfort zone regularly. It means putting yourself and your ideas out there.

    Related: 5 Tips for Challenging Yourself to Perform Outside of Your Comfort Zone

    How to break out of your shell and step into your purpose

    If you’re ready to step up and become the leader you were meant to be, here are nine ways to get started:

    1. Be authentic: The first step to becoming a leader is being authentic. People are attracted to leaders who are genuine and authentic. They want to follow someone real and down-to-earth, not someone who is trying to put on a show. You’re safe within your own story.

    2. Let your vulnerability show: Great leaders aren’t afraid to show their vulnerability. They use it to their advantage. Being vulnerable allows you to connect with others on a deeper level and build trust. When people feel like they can trust you, they’re more likely to follow you.

    3. Be confident: Confidence is key when it comes to being a leader. If you don’t believe in yourself, how can you expect others to follow you? Believe in your vision, and be confident in your ability to make it happen.

    4. Be decisive: The decision-maker holds the power. Leaders are decisive — they know what they want, and they go after it. They’re not afraid to make tough decisions, and they don’t second-guess themselves.

    5. Be passionate: Within your passion lies your purpose. Passion is contagious. When you’re passionate about something, others will be drawn to you. Passionate leaders are also typically more successful because they’re so driven to achieve their goals.

    6. Practice humility, and build community: Despite all of their accomplishments, successful leaders remain humble. They know that they didn’t get where they are on their own, and they’re always willing to give credit where it’s due. Humble leaders are also more approachable and easier to relate to.

    7. Show people you genuinely care: Compassion is an important quality for any leader. People want to follow someone who cares about them and their well-being. When you’re compassionate, people will trust you and feel comfortable confiding in you.

    8. Be coachable, not cocky: No one knows everything, and even the best leaders need help from time to time. The most successful leaders are coachable. They’re always open to new ideas and willing to learn from their mistakes.

    9. Be persistent: Last but not least, leaders are persistent. They don’t give up easily, and they never give up on their dreams. If you want to be a successful leader, you need to be prepared to put in the hard work and never give up on your vision. Consistency and persistency win every time.

    Related: You Don’t Have to Be the Loudest Voice in the Room to Make an Impact

    The race isn’t always given to the swift

    Becoming a leader takes time and effort, but it’s so worth it. When you step up and lead from the front, everyone following you will be able to ride your coattails to success. That’s where the real magic is.

    Great leaders aren’t only in the business of creating success for themselves, they strive to inspire other leaders to do the same. When you lead from the front, you can change lives and make a lasting impact on the world. This is it. It’s time to step up and show the world what a true leader in your field of expertise looks like. No one can do it quite like you.

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    Shaan Rais

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  • Avoid This Surefire Way to Disengage Your Workforce

    Avoid This Surefire Way to Disengage Your Workforce

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    Opinions expressed by Entrepreneur contributors are their own.

    It happens — companies hire jerks. Maybe you’ve even hired someone who turned out to be a thorn in your team. Unfortunately, companies often keep and promote top performers, despite poor behavior. At least, that’s how it’s always been.

    Working for toxic bosses, feeling unappreciated and missing out on life have given rise to the latest Gen Z workplace trend, “quiet quitting” — the idea of showing up and doing the bare minimum to maintain employment. This has been exacerbated by virtual work environments with minimal oversight. Employees are waking up to the idea that they don’t need to produce their best at work to get paid.

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    Elyssa Seidman

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  • 5 Things Great Leaders Do to Create Inspired Teams That Deliver

    5 Things Great Leaders Do to Create Inspired Teams That Deliver

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    Opinions expressed by Entrepreneur contributors are their own.

    Did you know that almost 50% of employees consider leaving their companies due to bad bosses? We are suffering from a lack of good leaders today, causing a negative ripple effect throughout companies. Good managers are key to deriving employee engagement which impacts productivity, customer satisfaction, and, most importantly, profits.

    So how do great leaders inspire teams to improve productivity? Here are five things you can do to inspire your workforce.

    1. Build on your employees’ strengths

    A leader’s most important job is to identify every individual worker’s strengths and weaknesses. That helps them assign tasks and responsibilities to the right employee.

    For that, leaders must pay close attention to their employees, especially if they are new to the team. Observe how each one collaborates on projects or interacts in meetings. You can also invite employees to submit new ideas and tips through presentations. If you run a large organization, assign this task to your senior management.

    Related: 9 Ways to Become a Better Leader

    2. Empower your team

    When does team empowerment happen? You empower your employees when you give them the authority and responsibility to make decisions. An empowered team organizes itself around a leader instead of waiting for instructions. Empowered employees don’t need to wait for approvals to implement a decision.

    Granting this authority gives a new voice to your employees. They start owning their opinions as well as becoming accountable for their actions.

    However, that can only happen when you empower the right employees after assessing their strengths and weaknesses. Otherwise, this strategy can backfire.

    3. Walk the talk

    There is only one way to walk the talk: Be the change you want to see in your team. In simple words, before you communicate any changes to the team, first implement them in your own work life.

    Every leader’s personal core of ethics must align with the company’s values. If it doesn’t, you will have trouble enforcing it on others. On the other hand, when leaders consistently follow company rules, even in turbulent times, employees follow suit.

    If a leader fails to walk the talk, employees are less likely to follow the leader’s decisions. So, as you try to lead a business unit or an organization, remember that even the most minor actions can create huge ripples in camaraderie and trust.

    Related: How to Become a More Effective Leader and Manager

    4. Communicate wisely

    Another important thing is to keep your employees in the loop. That way, everyone stays on the same page and remains focused. Use your persuasion powers to impart the right messages at the right time. When sending an official email, ask yourself before you hit the send button:

    Is this the right time to make this statement? Would it sound better if said in person?

    The tone and timing of your message can make all the difference. Harsh words and an aggressive tone can harm your employees’ productivity. When your objective is to motivate and inspire, reflect on the timing and medium of your communication.

    5. Offer employee incentives

    Do you know many of today’s most successful leaders rarely take credit for their successes? Instead, they commend their employees or colleagues who made it all possible. Humility is a trademark attribute of successful leaders.

    Don’t forget to create a weekly or a monthly honor roll or paste names/pictures of the most productive employees in your office. Pay homage to an employee who performed well in front of your entire team for motivating them to deliver the same results.

    Organizing quarterly dinners/lunches is another fabulous way to reward a team after finishing a project. But what is the best way to acknowledge your team’s efforts? Rewards and incentives.

    Offering monetary rewards to the most productive employees is one of the best ways to acknowledge your team’s efforts. While sending an email or a personal note is a grand gesture to thank your employees, incentives and rewards can infuse gratitude and confidence in your team.

    But another important question arises: How to track employee productivity?

    Use gamification for setting up a transparent performance tracking system. Gamification means turning work into games so projects become fun and engaging. Designing games with strategies and embedded corporate goals is the best way to monitor your employees’ performance.

    According to a recent survey, almost 90% of employees believe that gamification makes them more productive at work. That’s because managers and leaders can check every employee’s points and offer rewards fairly. So, naturally, it boosts the employee’s morale.

    Related: Gamification Can Solve the Great Resignation. Here’s Why.

    End the era of bad leaders

    Gone are the days when draconian and authoritative leadership strategies worked to make employees more productive. Today, the best ways to inspire teams are to value your employees, create an agile work environment and foster open communication. Define your expectations clearly and communicate work goals to inspire and motivate your team.

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    Gordon Tredgold

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